Dr. John S. Hull, Thompson Rivers University
OUTLINE •
Background
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Best Practice Case Studies
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Reflections
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Approaches
BACKGROUND •
25 year work experience in Arctic/ sub-Arctic.
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Ph D. linked to UNESCO examining coping strategies in the North.
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Research has focused on tourism in peripheral regions with focus on tourism planning.
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Worked 10 years as tourism consultant to numerous public and private organizations on six continents (UNCBD, UNWTO, UNEP)
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Participation in 4 Northern Periphery projects in Europe representing Canada as an Associate Partner
CASE STUDIES FOR SUSTAINABLE TOURISM •
Case study is an empirical inquiry that investigates a contemporary phenomenon within its real-life context, especially when the boundaries between phenomenon and context are not clearly evident’’ (Yin, 2003, p. 13)
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Sustainable tourism is defined as tourism that respects both local people and the traveller, cultural heritage and the environment (UNESCO 2016) Source: Xiao & Smith 2006
BEST PRACTICE CASE STUDIES
INSPIRED BY ICELAND
NORTHEAST ICELAND TOURISM PLAN (HULL AND HUIJBENS 2011)
PAGIS
participatory approach using geographic information systems (Hasse and Milne, 2005)
The principal idea of PAGIS is to integrate local knowledge, such as values, emotions and perceptions of a place that have been gathered in participatory mapping exercises, into GIS. This local knowledge includes the narratives of local people and reflects the diverse range of opinions of particular places in the community.
NORTHEAST ICELAND
65 MAPS OF NATURAL/CULTURAL/RECREATIONAL/TOURISM RESOURCES
NATURAL HERITAGE BIRD WATCHING
CULTURAL HERITAGE LIGHTHOUSES
CULTURAL HERITAGE ICELANDIC SAGA
SWIMMING & NATURE BATHS
ACCOMMODATION & SUPPORT SERVICES
PRODUCT OPPORTUNITIES 65 MAPS USED BY BUSINESSES/ORGANISATIONS TO CREATE NEW PRODUCTS
PRODUCT OPPORTUNITIES CAFE VOGAFOS
PRODUCT OPPORTUNITIES LIGHTHOUSE/DIAMOND CIRCLE TOURS
PRODUCT OPPORTUNITIES
ACCESS IMPROVED ACCESS THROUGH NEW AIRPORT SERVICES
HERRING MUSEUM, NORTH ICELAND
SIGLO HOTEL, CAFÉ CONFERENCE CENTRE
OUTCOMES •
The map guide tool assisted clusters of local businesses with product development, marketing.
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Regional strategy in partnership with Icelandic Tourism Research Centre reinforced Inspired by Iceland campaign and national tourism strategy that resulted in improved access, wayfinding and new products.
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Annual tourism growth; 22%
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8,000 new jobs since 2011
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Tourism’s share of foreign exchange earnings is 31%, more than fisheries and aluminum.
WHAT ARE OPPORTUNITIES FROM ICELAND CASE STUDY FOR ST. ANTHONY AND NORTHERN PENINSULA?
BRITISH COLUMBIA, CANADA TOURISM AND MARKETING STRATEGIES: GAINING THE EDGE AND THE WILD WITHIN •
Leadership through partnership, coordination between government and industry
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focused marketing to visitors from key markets,
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building world class experiences
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enhancing competitiveness and sustainability by adopting policies that support needs of tourism businesses.
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Product and market priorities will be based on best research and market intelligence and adoption of innovative technologies to accommodate needs of consumer.
LAKE O’HARA, YOHO NATIONAL PARK (PARKS CANADA 2016)
LAKE O’HARA
We share the stewardship of the area with the Lake O’Hara Trails Club, Alpine Club of Canada and Parks Canada and help each other out by sharing firewood, road maintenance and lending extra hands when needed. In 2013 we partnered with this group to construct the beautiful and welcoming Bus Kiosk at the bottom of the O’Hara road. We are proud of our partnerships with the area stakeholders. -- Lake O’Hara Lodge
OUTCOMES •
The use of drones and 3D technology are innovative tools that helps support needs of nature-based businesses in reaching key markets.
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Competitiveness and sustainability is achieved through partnerships between government and industry that reinforce Super Natural BC campaign, support adoption of policies that ensure economic viability, social equity and environmental sustainability.
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Annual tourism growth: 15%
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19,200 tourism businesses in BC
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13.9 billion in revenues in 2015.
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4% of province’s total GDP
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19 million trips in 2015 within or to BC
WHAT ARE OPPORTUNITIES FOR PARTNERSHIP BETWEEN PUBLIC AND PRIVATE AGENCIES TO DEVELOP SUSTAINABLE TOURISM?
THE YOUNGEST COUNTRY ON EARTH – NEW ZEALAND
VERBATIM HD
Aquaculture Industry Northland
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One of the major industries in Marlborough
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30 years plus of opera9on
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75% NZ’s marine farm produc9on comes from the region
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Marlborough Sounds: • 150,000ha • Farmers grow approx. 75% of marine products of NZ 29,000ha of permiKed farming space
• Greenshell™ Mussel • Pacific Oyster
Coromandel
• Greenshell™ Mussel • Pacific Oyster
Tasman & Golden Bays • Greenshell™ Mussel • Scallop • Soat Catching • Cockle Culture
Marlborough
• Greenshell™ Mussel • Pacific Oyster • King Salmon • Nelson Dredge Oyster
Banks Peninsula
Stewart Island
• Greenshell™ Mussel • King Salmon • Abalone (NZ Paua) • Marine Algae (various)
• Greenshell™ Mussel • King Salmon • Foveaux Dredge Oyster 30
• NZ Spiney Lobster • Marine Algae (various) • Abalone (NZ Paua)
Tourism and Aquaculture
International Tourism in NZ Ministry of Tourism Research & Statistics
Reported aquaculture production in New Zealand (from 1950) (FAO Fishery Statistic)
INNOVATION: MFA AQUACULTURE AND SEAFOOD TRAIL 1.
Link marine farming to the local tourism industry (wine, the sounds, eco-tourism)
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Educate visitors about marine farming
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Provide a purposeful “tour” of the Top of the South
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Provide an alterna9ve to “arts and crads” and “wine” tours
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Promote the industry locally, na9onally and interna9onally
New Zealand’s Top of the South Aquaculture and Seafood Trail
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31.10.2008
COROMANDEL AQUACULTURE AND SEAFOOD TRAIL
SOUTH AUSTRALIA’S SEAFOOD TRAIL
Combine world-class seafood with unique experiences and stunning coastal landscapes on an aquaculture trail around the Eyre Peninsula.
OUTCOMES •
Tourism and aquaculture working together to build visitor experience in New Zealand/Australia so that seafood exports will be attractive to international markets.
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Memorable seafood experiences creates loyal customers.
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Ministry of Industry reports annual tourism growth: 11%
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International visitors 3.4 million
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Contributes $12.9 billion (5.6%) to GDP.
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188,136 employees (7.5% workforce)
WHAT ARE OPPORTUNITIES FOR TOURISM AND FISHERIES TO WORK TOGETHER FOR MUTUAL BENEFIT?
NEWFOUNDLAND AND LABRADOR, CANADA TOURISM STRATEGY
CAPE RACE ECO-CULTURAL ADVENTURES
SHOREFAST FOUNDATION FOGO ISLAND INN
NATIONAL GEOGRAPHIC CENTRE FOR SUSTAINABLE TOURISM DESTINATIONS 28 MILLION CONSUMERS
OUTCOMES •
Participatory tourism strategy process led to creation of public-private tourism partnership managing tourism in province.
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Online tourism strategy for industry to raise awareness and build support.
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Industry training opportunities through sustainable tourism institute.
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Reinforcement of Uncommon Potential brand through links to key markets through National Geographic map guide program in eastern sector of province.
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Businesses using new technologies, parternerships and innovative policies to improve economic viability, social equity and environmental sustainability in remote regions.
TOURISM VISITATION STATISTICS •
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Tourism sector has generated about $1 billion in visitor spending each year over the past five years, supporting many jobs and businesses. Award-winning marketing campaign
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increased productivity by local businesses and entrepreneurs which is adding to visitor experiences and expectation
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We have increased air accessibility to the province.
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2,500 businesses in the province's tourism sector, creating an estimated 18,000 jobs.
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Over 500,000 visitors last two years
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Annual growth: 5-10%
WHAT ARE OPPORTUNITIES ARE THERE FOR PRIVATE BUSINESSES TO WORK TOGETHER TO DEVELOP NEW PRODUCTS IN REGION?
REFLECTIONS •
Economic impact points to growth in visitation and growth in revenues.
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Social impact points to increasing awareness and understanding of local cultures.
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Environmental impact points to opportunities to educate visitors about their responsibility to protect fragile environments and to support sustainable tourism by managing visitor flows.
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Entrepreneurs benefit from gaining new tools for product development, packaging and promotion that result in outcomes that are non-tradtional, outside the box, and that offer sustainable business development for destination. Universities offer opportunities for new industry networks that provide access to training resources, strategic planning support, mapping, financing, and business development through faculty and student participation.
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Destinations have a clearly defined brand that is successful in the marketplace. Marketing strategies have been recognized and rewarded for their innovative efforts. This has led to visitor interest and local pride in community and culture.
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Marketing points to the creation of new way finding tools and social media to assist local DMOs, government agencies and businesses in increasing length of stay at destination.
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Mapguide program increases potential for local partnership and creation of tourism clusters focused on specific target markets.
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Consumers have opportunity for new experiences linked to customised, selfguided trip planning.
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Policies for sustainable tourism that place restrictions on visitation but that still offer equitable access to key markets.
APPROACH: DESTINATION COMPETITIVENESS
Source: (Ritchie & Crouch, 2003)
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SUSTAINABLE PLANNING FOR THE FUTURE THROUGH UNIVERSITY PARTNERSHIP 1.
Identify partners. Identify project priorities together.
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Determine budget/raise funds.
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Inventory resources. Create a database for planning/promotion using maps.
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Determine goals and objectives from inventory. Consider creation of tourism product clusters.
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Adopt principles of sustainable, community-based tourism.
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Integrate use of technologies into strategic planning, small business development, online way finding, travel planning and promotion for visitors.
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Work with public/private partners, to build support, vision, and capacity.
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Update, monitor and evaluate progress over time.
SPECIAL THANKS TO Alina Grynevska, TRU Student Research Assistant Faculty of Adventure, Culinary Arts and Tourism, Thompson Rivers University Carol Patterson, Kalahari Management, Inc. Government of Newfoundland and Labrador Icelandic Tourism Research Centre (ITRC) National Geographic Sustainable Destinations Program New Zealand Tourism Research Institute (NZTRI) Northeast Iceland Regional Development Agency Icelandic Tourist Board Tourism Industry Association of the Yukon
REFERENCES GMIST (2016) Gros Morne Institute for Sustainable Tourism: Tourism Best Practices. Retrieved September 10th, 2016 from http://www.gmist.ca/tourism-best-practices/ Hasse, J. & Milne, S. (2005) ‘Participatory approaches and geographical information systems (PAGIS) in tourism planning.’ Tourism geographies. Volume 7. Issue 3. Pp 272-289. Hull, J.S. & Huijbens, E. (2011) Tourism innovation through collaboration and use of technology: a case study from Northeast Iceland. In D. Dredge & J. Jenkins (eds) Stories of practice: tourism planning and policy (pp. 227-49). Vermont, USA: Ashgate. Hull, J.S. & Richins, H. (2016) Mountain tourism: implications and sustainable futures. tourism. (pp. 363-69) Wallingford, UK: CABI International.
In H. Richins & J.S. Hull (eds) Mountain
Harrison, D. & M. Price (1996) Fragile environments, fragile communities? An introduction. In. M. Price (ed.) People and tourism in fragile environments (pp. 1-18) Chichester, UK: John Wiley & Sons. Ritchie, B. &G. Crouch (2003) The competitive destination: a sustainable tourism perspective. Wallingford, UK: CABI International. UNESCO (2016) Teaching and learning for a sustainable future: a multimedia teacher education programme. Retrieved November 2nd, 2016 from http://www.unesco.org/education/tlsf/mods/theme_c/mod16.html UNWTO (2016) Sustainable development of tourism. Retrieved September 10th, 2016 from http://sdt.unwto.org/content/about-us-5. Xiao, H. & SLJ Smith (2006) Case studies in tourism research: a state-of-the-art analysis. Tourism management 27 (5) pp. 738-49. Yin, R (2003) Case study research: design and methods. Thousand Oaks, CA: Sage Publications.
